Business Relationship Management (BRM) Metaphors

The Metaphors for Business Relationship Management (BRM) can be helpful ways to think about and describe the BRM role, discipline and organizational capabilities. There are three metaphors we currently use today.  They are as follows:

BRM as a Connector:

The BRM acts as a connector between the Service Provider organization and its Business Partners – forging productive connections between Provider resources and the Business Partner and among Business Partners.  There are three primary aspects to the BRM’s role as a connector:
  1. Facilitate productive connections and mobilize projects and programs.
  2. Stimulate, surface and shape business demand for the Business Partner while increasing the savviness within the Business Partner regarding the Provider’s services and products.
  3. Influence the Provider to ensure appropriate supply of services and products, both in terms of quality and capacity. (1) 
BRM as an Orchestrator:
The BRM also acts as an orchestrator between the Provider organization and its Business Partners – orchestrating key roles, resources and capabilities to stimulate, surface, shape and harvest business value.  There are three primary aspects to the BRM role as an orchestrator:
  1. Orchestrate capabilities to drive value from Provider services
  2. Coordinate and aggregate business demand for the Business Partner
  3. Orchestrate key Provider roles on behalf of the Business Partner (Enterprise Architecture, Subject Matter Experts, Project Managers and Program Managers) (2)
BRM as a Navigator:
The BRM also acts as a navigator between the Provider organization and its Business Partners, navigating both the Business Partner and the Provider along a path to realized business value.  There are three primary aspects to the BRM’s role as a navigator:
  1. Facilitate convergence between the Provider and the Business Partners.  Convergence breaks down walls and embeds Provider capabilities within the Business Partners so as to increase agility and business value.
  2. Facilitate business strategic planning and road mapping for the Business Partner.
  3. Guide key Provider roles on behalf of the Business Partner such as Enterprise Architecture, Portfolio and Program Management. (3)

Ref: 1,2,3 BRMIBOK

For more information on BRM click here:  http://www.itsmacademy.com/brmp

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